Municipal Development Counselling (MUDEC) Group .:: MUDEC GROUP ::.
  • Our Mission

    • Reducing poverty in our municipalities through encouraging gender equality and increasing citizen (End User) participation in democratic and governance processes.

Restitution of Gender Audit CEFAM

RESTITUTION OF GENDER AUDIT CARRIED OUT BY CEFAM

29 to 30 June 2006

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

June, 2006

 

 

 

 

TABLE OF CONTENTS

 

Introduction                                                                                                                             03

 

 

 

Module I: Introduction to workshop                                                                                              04

 

 

 

Module II Presentation of findings                                                                                               09

 

 

 

Module III: Strategies to mainstream gender                                                                                13

 

 

 

 

Module IV: Action plan                                                                                                               18

 

 

 

Annexe                                                                                                                                     20

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


Introduction

 

Considering the fact that sustainable development can be best achieved if development is human friendly, which in turn calls for participation. Considering the fact that councils are charged with the responsibility of ensuring the socio – economic and cultural development of local communities. This brings to the limelight the importance of mainstreaming gender in council institutions and projects, with the aim of ensuring an equitable participation of men and women in the development process of their locality leading to good governance and effective democracy at the local level. 

 

CEFAM being the sole government institution charged with the responsibility of training council personnel and council administrators.

In order to improve upon its functioning CEFAM carried out a gender audit inCameroonin 2003 and today opted to invite other actors or partners in local governance for a restitution workshop.

 

This audit had as

 

Global objective:

      To identify gender gaps/imbalances/ inequalities in Local Governance and make recommendations for mainstreaming gender in CEFAM training programmes.

 

Specific Objectives:

      To investigate gender issues in local government training;

      To identify gender gaps in CEFAM and its outreach activities;

      To determine what constraints/problems CEFAM faces in mainstreaming gender;

      To identify gender gaps in local council activities and management;

      To make recommendations for gender mainstreaming in local government training;

      To propose a methodology for the development of an appropriate gender sensitive curriculum for mainstreaming gender into local government

 

Objectives of the restitution workshop:

 

      To present the results of the audit to partners and decision makers

      Share experiences

      Identify strategies to mainstream gender in CEFAM as well as in councils

      Identify partners willing to participate in the implementation of strategies identified.

 

This report presents the results of the restitution workshop

 

 

 


 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Module I: Introduction of the workshop

 

 

 

 

 

 

 

 

 


The restitution workshop started with words of welcome from the director of CEFAM, Mr.   who started by giving words of appreciation to the participants present for honouring his invitation. He encouraged participants to use this opportunity to give their contribution which to him will help in improving upon the work done by the consultants of MUDEC who carried out the audit.

 

 

This was followed with the introduction of participants, whereby each participant had to give the following elements:

 

  • Name
  • Organisation
  • Function

 

1.2       Overall objective

The above restitution objectives were presented and validated by participants.

 

1.3       PROGRAMME

In order to achieve the global objective, the program below was presented to participants.

Module I

 

 

Introduction to Workshop

Module II

 

Presentation of findings

Module III

 

Strategies to mainstream gender

Module IV

 

Action plan for way forward

Module V

 

Conclusion and evaluation

 


1.4               TIME SCHEDULE

 

The following daily schedule was agreed upon:

 

Day 1

 

Day 2

 

Time frame

Activities

Time frame

Activities

09h00 – 11h30
  • Welcome speeches
  • Introduction to workshop

 

8h30 – 11h00
  • Restitution results of group work (continues)
  • Action plan

 

11h30 – 12h00 Coffee break

 

11h00 – 11h30 Coffee break
12h45 – 2h30pm
  • Presentation of findings
  • Discussions
  • Strategies to mainstream gender (group work)

 

11h30 – 1h30pm
  • Action plan
  • Conclusion and evaluation
2h30 – 3h30pm Lunch  break

 

2h00 —- Lunch

Closing

3h30 – 4h30
  • Strategies to mainstream gender continues (group work)
  • Restitution results of group work

 

   

 


1.5        WORKING METHODS

 

To maximize understanding and participation STRATEGIES! uses a variety of methods as presented below. These methods were presented and discussed in plenary, to enable participants become familiar with them.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

                                                                   

      

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

                

 

Working Methods

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VISUALISATION

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Plenary

Group Work

PARTICIPATION

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Participation, fun, evaluations and visualisation are permanent and transversal principles, which run through out the entire length of the workshop.

 

1.6        SUCCESS CONDITIONS

In order to ensure harmony during the workshop, the following conditions were presented and validated by participants

 

·    Be punctual

·    Participate actively

  • Nobody knows everything, and everybody knows something, so…
  • Listen actively
  • Respect one another’s ideas
    • Turn off all cell phones

 


1.7       VISUALIZATION RULES

To use visualization effectively as a working tool, facilitate reading and permit information management, the following rules were presented to the participants:

  • One idea per card
  • 3 lines at most per card
  • Write visibly
  • Use the bold side of the marker
  • Close markers after use
  • Return marker at the end of the day

 


 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Module II : Presentation of findings

 

 

 

 

 

 

 

 


2.1. General presentation of the evaluation context

This module started with the presentation of the evaluation context which included the following elements:

  • Objectives and expected outcomes
  • Scope (focus, time frame, geographic coverage, subject of the study)
  • Limitations and
  • Methodology

NB for details of these elements please refer to the audit report

 

 

 

2.2. Strengths of CEFAM

CEFAM since its creation in December 1977 remains the sole government institution responsible for building the capacities of local administrators (both elected and appointed) and the rest of council personnel. Based on the audit and other facts the following are registered as main successes or strength of CEFAM:

      It focuses on improving local governance and promoting democratic practices at the base

      At the time of the study, the institution was headed by a woman

      During the restitution CEFAM  though headed by a man. he participated during the audit exercise and expressed his great concern in gender mainstreaming in local governance which is even further demonstrated through his doing everything to ensure that this workshop was organised. As well in his opening speech his position was quite clear – gender mainstreaming a means to achieve sustainable development.

      Good mastering in the field of local governance

      An available and committed management team and staff

      The institution holds and is currently playing a strategic role in the decentralisation process.

 

 

Not withstanding the following gender gaps or imbalances were presented as findings of the audit.

 

2.3. Gender gaps

Following are the gender gaps as presented by the auditors(which were either within or viewed by) and classified under:

  • CEFAM
  • Councils
  • Supervisory authorities
  • Partners

 


2.3.1          Gender gaps in CEFAM

 

Organisation and management:

  • The policies and strategies are gender neutral
  • Only 2 out of 15 boards of directors’ members are women (13.5%)
  • Women form only 20% of management staff (during the study, presently all 5 members of management team are men)
CEFAM staff:

  • Only 2 out of 15 part time teachers are females
  • Only 27.7% of permanent staff are women
  • Women form 20% of staff on secondment
  • Women mostly play support roles and occupy low status positions
Curriculum:

  • Courses offered were not gender sensitive
  • Majority of staff are not gender sensitive
  • There was no course on gender and development
Trainees:

  • 30% of trainees by 2003 were women
Library:

  • No books on gender and development

 

Constraints faced by CEFAM

 

  • Poor visibility of CEFAM(Marketing)
  • Low female representation in councils
  • Limited gender awareness
  • Most mayors prefer male labour
  • Low education of women
  • Female council workers may lose their jobs when their husbands are transferred
  • Male domination and hostilities
  • The socialisation process; women believe in menial jobs
  • Cultural factors: myths and beliefs about women
  • Women’s triple roles
   

 

 

2.3.2          Gender gaps in councils

Elected body:

  • 23.9% of councillors are females
  • Female mayors form 3.3% (11 out of 339 councils are headed by women) – presently we have 12 female mayors out of 339 mayors – 3.5%
Staff:

  • Very few women are found in decision making positions in councils
  • Only 22.9% of management positions in councils are occupied by women
  • Women form 32.2% of council staff
  • Most female council staff are assistant to
  • Women form the majority of council staff with no training
Training:

  • Decisions by mayors on whom to sponsor in CEFAM may not be gender sensitive
  • Non of the council staff had a training on gender and development
  • Council staff are not gender sensitive

 

Difficulty faced by female staff:

  • Family size may be a limitation for women (over 40% of council staff have 6 – 10 persons in the house

 

 


2.3.3          Gender gaps at the level of the supervisory authorities.

Role:

  • Appoints BOD and management staff
  • Allocates and approves CEFAM’s budget
  • Supervises
  • Evaluates CEFAM

 

Gender gaps:

  • appoints mostly males for BOD and management positions
  • budget allocation is not gender sensitive
  • does not insist for a quota for female trainees
  • MINATD’s policy on the constitution of list does not seem to be gender sensitive.

 

 

2.3.4        Gender gaps identified by Partners

International partners:

  • GTZ – ADEC program
  • PACDDU
  • HelvetasCameroon
  • Friedrich Ebert Foundation
  • SNV
Gender gaps identified by these partners:

  • Low education levels
  • The women factor
  • Political factor
  • Socio-cultural factors
  • The legal framework was not conducive
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Module III: Strategies to mainstream gender

 

 

 

 

 

 

 

 

 

 

 

 

 

 


The following strategies to mainstream gender at various levels  have been put together based on the results of the group work carried out by participants to identify strategies to mainstream gender and the recommendations provided by the consultants who carried out the gender audit.

 

3.1 Strategies to mainstream gender in CEFAM[1]

  • CEFAM should develop and implement a gender policy which is reflected in all aspects of it’s daily functioning
  •  

Such a strategy could include the following:

 

Level / strategies

Key elements leading to strategies attainment

Expected outcomes or results

Organisation and management

  • The number of female members in the board of directors be at least 40%
  • Women should constitute at least 40% of management staff
  • Board members and staff trained on gender

 

  • MINADT should request for 2 persons from the ministries insisting that one should be a female
  • Planned programs for gender sensitisation of management and staff
  • MINATD should propose names of women for management positions
  • Planned programs for gender sensitisation of BOD members
  • CEFAM should put in place a gender focal point

 

  • Women’s representation increased
  • BOD members easily allocate budget for GAD activities
  • CEFAM’s policies and strategies are gender sensitive

 

CEFAM staff:

  • At least 40% of training staff be women
  • At least 50% of support staff be women
  • Gender sensitisation and training program for CEFAM staff implemented
  •  
  • Request for more female staff
  • More female trainees recruited
  • Management can use informal means to advertise jobs
  • Number of female staff increased
  • CEFAM staff is gender sensitive
   
Curriculum:

  • A core course on gender and local governance be introduced
  • Integrate gender in all courses offered in the curriculum
  • Refresher courses on gender should be organised for different level of staff and clients

 

  • Training manuals be developed on gender and local governance
  • The library be updated with books on gender and related topics
  • Gender orientation integrated into CEFAM’s curriculum
 
Trainees (students):

  • At least 40% of the intake into CEFAM should be reserved for female candidates,
  • 40% regional balance be taken into consideration during intake into CEFAM

 

  • Gender sensitisation programs for councils especially mayors

 

  • More female students in CEFAM
Budget:

  • Gender budgeting

 

  • Allocate budget for gender specific activities

 

  • CEFAM’s program is gender sensitive
Marketing of CEFAM:

  • CEFAM should develop and strengthen partnership with key institutions in and out of the country

 

   

 

 

3.2 Strategies to mainstream gender in councils

 

 

Elaborate and implement gender policies

 

Level / strategies

Key elements leading to strategies attainmant

Expected outcomes or results

Elected body:

  • National policy; political quota at 40/60
  • Gender sensitisation and training program for elected officials
  •  
  • Encourage and empower female mayors association
  • Programs for more women to go in for elections be organised (Mobilise women candidates and voters for women candidates)
  • Sensitise women to join politics in numbers
  • Present gender alternating list
  • Women head list and vie for mayors
  • More women mayors
  • Council programs are gender oriented
   

 

 

Staff:

  • Staff recruitment should be 50/50
  • Capacity building on GAD for councils
  • Create gender and local governance focal points

 

 

  • Equal appointments to posts of responsibility
  • FEICOM should give scholarships to female candidates
  • Recommend more women for professional training – CEFAM
  • Preference for admission and/or recruitment to female candidates
  • More women in higher positions in councils
  • Council staff is gender sensitive
 
Projects and programs

Ensure quantitative and qualitative participation at all levels of project cycle

 

  • Gender promotion in communities by councils
  • Build the capacities of women.
  • Review cultural values

 

Increased participation of women in council activities
Council budget

Implement gender budgeting

  • Budgetary allocation for GAD activities
  • Train related staff on gender budgeting

 

Increased gender specific activities
Contracts

  • Increase representation in tender boards
  • Award contracts to female entrepreneurs
  • Tender boards be chaired by women

 

Ensure women, have access to contracts by:

–  Providing information

–  Training

–   Reviewing  conditions and making them progressive

 

More women have access to council benefits – contracts

 

 

 

3.3 Strategies to promote gender mainstreaming in councils

  • Legalise quota of at least 30% representation
  • Appointments are fixed at 4O% quota for BOD and management staff.
  • Trainees quota be fixed at 55% for female candidate intake
  • Gender sensitive budget within their various institutions; (15% budget allocation for gender specific activities)
  • Gender unit or focal point created within these institutions
  • Elaborate and implement gender policy.

 


3.4 Strategies to promote gender mainstreaming in councils

 

 

Local partners International partners
Building capacities:

  • Sensitise and organise training programs for women (leadership and management, existing laws, election process, cultural values, gender, income generating activities, etc.)
  • Carry out sensitisation programs to the general public especially men for a change of attitudes (traditional rulers, political leaders, husbands)
  • Organise refresher courses for female workers
  • Lobby at the level of the government the change of unfavourable laws
Building capacities through program support:

  • Finance gender and local governance activities
  • Provide scholarships to female students in CEFAM

 

Supporting the creation of facilities

  • Sponsor the production of manuals in gender and local governance
  • Sponsor the creation of facilities to care for babies and children
  • Sponsor the creation of shelter homes for battered women

 

Technical assistance:

  • Provide technical assistance

 

 

 

During the workshop an exhaustive list of partners was identified in a working group. They were as follows:

Partners

International

Local

  • GTZ – ADEC program
  • PACDDU
  • HelvetasCameroon
  • Friedrich Ebert Foundation
  • SNV
Institutional:

  • FEICOM
  • MINDUH
  • MINPLADAT
  • MINDAF
  • Public Work
  • MINADER
  • HEALTH
  • UCCC
  • PNDP
  • Etc.
Private

  • Enterprises
  • Local NGOs
  • Women forums and networks
 

 


 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Module IV : Action plan

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


Action plan

 

Key activities

Actors

Roles

Resources

Expected results

Appropriate time frame

Develop  gender and local governance training manuals  

CEFAM

 

 

Coordinating

   

 

manuals

 

 

December 2006

SNV

other partners (MUDEC)

–      Technical support

–      Content elaboration

 

 
 

PNDP

 

Financing

 

 
Sensitisation ands training of mayors          
Gender training for CEFAM          
Introduce a course on gender and local governance          
Acquire documentation on gender          
Mobilisation for women political leadership          
Train council staff and councillors          

 

 

Due to time constraint a committee was set up to complete the action an plan. Following are members of the committee and their role.

 

Follow –up committee

Members:

      CEFAM

      MUDEC

      SNV

      STRATEGIES

      MAYOR Konye Council

 

Role:

      Finalise action plan and make it SMART

 

 

      Recommendation: Meet before the 15th of Jully, 2006

 

 

 


 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

ANNEXE

 

 

 

 

 

 

 

 

 

 

 


Restitution of group work

 

Strategies to mainstream gender

 

Group 1: In CEFAM

  • Develop gender policy which is reflected in all aspects of CEFAM’s daily life (it was precised in plenary that CEFAM had to propose and lobby for such a policy to be adopted by hierarchy at various levels)
  • Elaborate strategies to implement the gender policy

 

Strategies:

  • The number of female members in the board be at least 40%
  • Women should constitute at least 40% of management staff
  • At least 40% of training staff be women
  • At least 50% of support staff be women
  • Gender budgeting: allocate budget for gender specific needs
  • At least 40% of the intake into CEFAM should be reserved for female candidates,
  • 40% regional balance be taken into consideration during intake into CEFAM

 

Curriculum:

  • Specific and relevant courses on gender be included in the curriculum
  • Refresher courses on gender should be organised for different level of staff and clients
  • Introduce elements from users through a needs assessment

 

Library:

  • Documentation on gender be acquired for the library
  • CEFAM should make itself better known and increase opportunities for women
  • CEFAM should develop and strengthen partnership with institutions in the socialisation process.

Group members: Fon, Minang, Njie, Bemoute, Pone

 

Group 2: In Councils

Elected:

  • Sensitise women to join politics in numbers
  • National policy; political quota at 40/60
  • Present gender alternating list
  • Women head list and vie for mayors
  • Women should stop “PHD – put her down” syndrome
  • Encourage and empower female mayors association
  • Organise neighbourhood assemblies early enough
  • Mobilise women candidates and voters for women candidates
Employment:

  • Staff recruitment should be 50/50
  • Equal appointments to posts of responsibility
Economic empowerment:

  • Award contracts to female entrepreneurs
  • Tender boards be chaired by women
  • Create gender and local governance focal points
  • Elaborate and implement gender policies
Training:

  • Recommend more women for professional training – CEFAM
  • Preference for admission to female candidates
  • Council staff training on gender and development
Large family size constraints:

  • Review cultural values
  • Female staff be organised to meet up with societal roles

Group members: Eshie N, Nalowa, Atemnkeng, Mbongale, Nlo, Djoujue

Group 3: Supervisory authorities.

 

  • Awareness raising
  • Appointments fixed at 4O% quota for BOD and management staff.
  • Gender sensitive budget; 15% budget allocation
  • Trainees quota of 55% intake
  • Legalise quota of at least 30% representation
  • Gender unit or focal point created
  • Elaborate and implement gender policy.

 

Group 4: Partners.

 

Local partners International partners
Educational level
  • Sensitise and train in specific fields
  • Organise refresher courses for female workers
  • Sensitise and train women on leadership skills in rural areas
  • Sponsor training of female trainees in CEFAM and other specialised institutions
  •  
 
Women factors
  • Sensitise and organise educational programs
  • Train on leadership
 
Political factors
  • Sensitise political parties
  • Lobbying and advocacy
  • sponsorship of female candidates
 
Socio-cultural factors
 
  • Sponsor the creation of facilities to care for babies and children
  • Sponsor and train the management of income generating activities
  • Sponsor the creation of shelter homes for battered women
  • Sponsor sensitisation programs to change attitudes of men, e.g. for traditional rulers, political leaders husbands, etc.
The legal framework
  • Sensitise women on existing laws
  • Lobby at the government to change unfavourable laws
 
   

 

Partners

International

Local

  • GTZ – ADEC program
  • PACDDU
  • HelvetasCameroon
  • Friedrich Ebert Foundation
  • SNV
Institutional:

  • FEICOM
  • MINDUH
  • MINPLADAT
  • MINDAF
  • Public Work
  • MINADER
  • HEALTH
  • UCCC
  • PNDP
Private Local NGOs

Women forums

 

 

PNDP:

The National Coordinator of PNDP expressed the possibility of her financing:

  • The production of training manus
  • Capacity building for mayors

 

 


Recommendation from Experts

Recommendations

Expected outcomes

CEFAM organisation and management

  • MINADT should request for 2 persons from the ministries insisting on one should be a female
  • Planned programs for gender sensitisation of management and staff
  • MINATD should propose names of women for management positions
  • Planned programs for gender sensitisation of BOD members

Make provision for private candidates.

  • Women’s representation increased
  • BOD members easily allocate budget for GAD activities
  • CEFAM’s policies and strategies are gender sensitive
  • Gender orientation to CEFAM curriculum
  • CEFAM puts in place a gender focal point

CEFAM Staffing

  • CEFAM should request for more female staff
  • Management can use informal means to advertise jobs
  • More female trainees recruited
  • More female staff recruited
 

Local government training

  • Gender sensitisation program for CEFAM staff
  • A core course on gender and local governance
  • Training manuals be developed on gender and local governance
  • Gender sensitisation programs for councils especially mayors
  • The library updated with books on gender and others
  • CEFAM curriculum is gender sensitive
  • More female students recommended and sponsored by mayors
 

Councils

  • Capacity building on GAD for councils
  • Programs for more women to go in for elections be organised
  • Women should strategise into get to higher positions
  • Council staff be trained on GAD and others
  • Gender promotion in communities by councils
  • Budgetary allocation for GAD activities
  • FEICOM should give scholarships to female candidates
  • More women become mayors
  • More women in higher positions in councils
 

Partners

  • International partners should finance gender and local governance activities
  • International partners should provide technical assistance
  • International partners should sponsor the development of manuals
  • International partners should give scholarships to female students
  • More female students trained
  • More people gender sensitised
  • More women in strategic positions in local governance
 

General evaluation

One thing I learned

One thing I did not like

Suggestion for improvement

      Need for us to be gender sensitive

      Sensitisation on gender issues is very important and necessary in local development

      The issue of gender in local governance

      How CEFAM functions

      Openness in discussions

      Mainstreaming gender is an appropriate strategy to improve local governance

      Strategies in mainstreaming gender in development

      The woman must play a role in the economy and political life. No more domination

      Gender awareness

      Introducing a core course on gender in CEFAM will help to reduce gender gaps

      Group work

      Participatory spirit

      Recognition of women’s capabilities

      About CEFAM and gender implementation

      Gender mainstreaming in local governance

      The role of CEFAM

      Process to into CEFAM or to take part in the competitive examination

      Definition of mainstreaming

      Gender is a key issue to handle in decentralisation.

      Over belabouring an idea thus losing consistency

      The absence of many women

      Some expectations were unrealistic and not pointing enough

      Time management

      Absence of most partners

      Long discussions on futile matters

      Few mayors were present

      Time management not the best

      Absence of time keeper

      Time frame for the workshop was too short

      Indiscriminate speaker by others when someone has the floor

      Time management

      Absence of a time keeper

      We must always keep in mind evolution in our social context

      Hope CEFAM accept suggestions

      More females in other local institutions be invited

      More order and silence

      Adequate preparation of mayors in future workshops

      Be bilingual next time

      Guarantee presence and participation of key actors

      The moderator should not give room to disordered participants

      The follow-up committee should create an activity on the visibility of CEFAM

      Association the media

      Contact addresses for all participants

      Realisation of action plan

      Send out documentation beforehand

      Action plan be implemented

      Final document should be sent to all concern

      Time management should be improved.

      More local and international partners be invited next time to take commitments 

 

 

 

 

 

 

 


List of participants

 

 

 

 

 

 

 

 

 

 

 

 

 

 



[1] CEFAM’s main role is to propose and carry out effective lobbying for such a policy to be adopted by hierarchy at various levels)

 


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